Theories gave organizations a framework for knowledge and a guide to achieving their
goals. The Industrial Revolution prompted the need for better supervision of workers to
boost productivity within the automobile, steel, and coal industries. It is because of this
need that the various theories of management began to take shape.
The classical management theory, which came about during the Industrial Revolution,
focused on the single best way to perform and manage tasks. This enabled factories to
operate year round and mass production of goods. But as the revolution went on, the
factories divided into separate schools of thought regarding management yet still
considered it to be a part of classical. The emphasis on manufacturing and getting work
done is the concept of the classical scientific school. Managers constantly monitored
workers and controlled the work they did. This caused productivity to increase but failed to
consider the needs of the workers. Thus, workers sought ways around the controls that
were placed on them. They were not permitted to voice their ideas or try anything new. But
organizations became more complex and there was a need for a new theory.
Companies focused on productivity and efficiency which lead to the classical
administrative school. The emphasis now was on the flow of information and how the
companies should operate. Managers were given guidelines to follow and shared goals.
Henry Fayol introduced general principles of management giving managers functions such
as planning, organizing, commanding, coordinating, and controlling. Though this thought
process developed and molded those in management positions, it did very little for
employees. Workers were treated like robots instead of people and consequently were not
enthusiastic about their jobs.
In the law enforcement organization both of these schools associated with the classical
management theory have been implemented at one time or another depending on who is in
top management. Some pushed officers to work harder on the streets but were not
concerned with the poor equipment they had to use or lack of praise given for the extra
effort that was being put forth. With the lack of enthusiasm for the job being felt by
numerous officers, the rate in which officers began to call out from work increased while
others sought employment with other agencies. That was their way of undermining the
controls and their lack of a voice in procedures.
The behavioral management theory saw that the employees needs were important. Thatif
organizations treated their employees as assets and with dignity their enthusiasm and
